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MAGAZINE ARCHIVE
VOLUME 43 ISSUE 4 | AUGUST 2024
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Cheerleading and Coaching. You Need ’em Both.

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By Wally Hise, P.E., CPSM, Senior Vice President, HDR, Inc.
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As a leader mentoring co-workers or colleagues, there’s a time and a place for cheerleading and coaching. Take a cue from Olympic and professional athletes who have both.
A big part of leadership is developing people. One of the most effective ways to do that is through coaching. However, I’ve noticed an abundance of cheerleading lately, manifesting in people offering positive thoughts, congratulations, and affirmations to others. Cheerleaders are supportive and encouraging; they celebrate people. Cheerleaders are with us through the good times and the tough times, but they really shine in the good times. Cheerleaders celebrate effort and results.
During the 2024 Summer Olympics, I observed athletes being cheered on by family and friends. When an event was over, athletes waved to their admirers in the stands who celebrated them. When an athlete performed well at the end of an event, they hugged their coach.
Like cheerleaders, coaches are supportive and encouraging, but the difference is they challenge people. Coaches genuinely shine in tough times because they bring an additional ingredient: They develop people to meet their potential. It’s part of a coach’s responsibility. Coaching is a more profound and more personal endeavor.
Coaches are celebrated, too; they get camera time and credit. When announcers tell an athlete’s story, they talk about a coach who sensed that small changes – hand placement or body movement – can yield big results and higher performance.
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When you watch a football game on TV, you might see as much of the coach as you do any one player, even the superstars. Great coaches leave a legacy with their franchise (firm) and players (people).
As a mentor in the A/E/C industry, you might ask yourself. Am I a coach, a cheerleader, or both? When should I be one versus the other? Sometimes it’s clear. There’s a reason we have an interview coach, not an interview cheerleader. Sometimes it’s not as straightforward. After winning a big project, do I stop at the celebration (cheerleader)? Or should I push further into performance and challenge others to be better the next time (coach)?
To be clear, this isn’t a good or bad, right or wrong discussion. There’s a time and place for both cheerleading and coaching. One of your responsibilities as a leader is to know the difference between the two approaches and apply each when it’s most appropriate.

Five tips for effective coaching:

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1. Ask questions first.
It’s best to get the individual’s or team’s assessment of how they’re doing. A few well-intended questions or statements are all you need. “How did that feel?” or “Tell me what you think went well” will elicit their opinion and hint at where to start.
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2. Listen to understand.
There may be obvious areas for improvement. But, before solving the problem, listen to their responses. Listen for emotion. Then use silence to allow people to reflect on their assessment.
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3. Offer advice.
You may need to repeat #1 and #2 until you understand the other person’s assessment and their willingness to receive coaching. When you’re ready to give advice (and they’re prepared to hear it), make it inspirational. Show some emotion.
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4. Focus on the positive.
When giving feedback, be sure to point out things that are right. There’s a reason we say, “coach them up.” Positive language will lift their spirit. Try this sequence the next time you give advice: start with “Here are all the things I see you did well,” followed by “This is one thing I want you to focus on.” While working with one of our new Business Development Leaders, I asked what she was comfortable with, recognizing that a large firm has new processes and language. She provided a long list that dwarfed the challenges and put things in a new perspective.
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5. Match the mood to the moment.
Not all coaching should be critical or harsh. There are times when a gentle tug is better than a hard push. Understand the needs of your people or teams, and coach in the moment.
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My coaching often occurs as the natural extension of a discussion about performance, a new pursuit, or how to approach a client. A “suggestion” (in the form of a question) may be received better than “advice” (in the form of a statement). For example, “What if we tried it this way?” or “What’s changed since last time?” typically results in a discussion that builds on an idea. When you coach in the moment, your influence extends far beyond direct reports or immediate project teams.
Here’s your call to action, be a coach. If you already are one, commit to being better at it. One common trait I’ve noticed, whether in the Olympic games or a football game, is that coaches are all in. Period. They celebrate victories and mourn losses just like the players (people) do. That requires empathy. If you think coaching is hard, you’re probably doing it right.
I’ve won a lot of new projects over the years as I became the business developer I am today. But some of my greatest accomplishments (and memories) are the people I’ve coached and helped develop.
I’d love to hear your thoughts. Please e-mail me to share your feedback or perspectives on coaching and cheerleading.
Wally Hise, PE, CPSM is Business Development Director for HDR’s Federal program. His team is focused on major pursuits and proposals for new contracts across all clients and service areas.
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